Recruitment Plan

Executive Summary HR personnel in the aerospace and defense industry are faced with a higher demand for aerospace and defense employees that can adequately be met with existing resources, which creates human capital issues related to the strategic goals of his or her organization. A sound recruitment and retention plan can mitigate the issues and challenges that might have negative implications to the organization. A division (sectors) of the aerospace and defense industry provides the HRM with insight to the number of who, what, and where human capital is required. According to the Aerospace and Defense Industry survey results for 2005, the industry believes that there is a 66% current labor shortage, 87.6% believe that the industry will suffer a labor shortage over the next five-years, and 93.7% of the industry perceive a labor shortage within ten-years. In addition, the aerospace and defense industry disciplines, which are perceived to be in the greatest shortage over the next five-years includes aero/mechanical engineers (29.9%), software engineers (28.8%), and skilled trades (21.4%). A sound recruitment and retention strategy will mitigate the HR issues and challenges faced by the aerospace and defense industry, as well as keep the company productive and profitable. Recruitment Plan

The aerospace and defense industry is expected to continue growing, thus a "successful recruitment program is increasingly vital and will require the tenacious preparation of two components: a strategic recruitment plan and an annual recruitment and retention plan" (Hart, 2006, Pp. 1). Major aerospace and defense companies maintains a recruitment plan, which forecasts a minimum of three to five years into the future, and provides copious amounts of facts and data to substantiate the projections. A recruitment and retention plan consists of current as well as future requirements, which is based on past and present issues, trends, and data. At Boeing, upper management, in conjunction with respective human resource personnel, take a proactive position to collect, assess, and report industry issues, trends, and challenges as each relates to current as well as future human resource needs. HR Challenges

As technology and globalization continue to infiltrate businesses at lightening speed, the aerospace and defense industry faces human resource challenges much like other industries. The importance of a proactive recruitment and retention strategy to attract highly skilled workers is essential to the continued successes in leading-edge technology and product development in the aerospace and defense industry. If HR personnel are to understand the current as well as future human resource requirements, there has to be a clear understanding of how the aerospace and defense industry is divided. Figure 1 shows a breakdown by industry sector, which is one tool HR uses to determine future human resource requirements. Figure 1: Organizations and A&D segments

Source: 2005 Aerospace & Defense Industry Survey Other HR challenges companies in the aerospace and defense industry face is the ability to maintain a highly skilled workforce, while keeping current with the changing state demographics, which shows an increase in limited and non-English speaking population. In addition, the ability of the industry to transfer the knowledge from the experienced workers to the next generation of workers, in conjunction with the rapidly changing technology trends, creates challenges to both the industry and academic institutions. HR personnel can collaborate between the aerospace and defense industry and specific academic institutions to improve processes, commercialization, and research. HR could target lower grade levels by identifying specific career opportunities and promoting the...

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...Recruitment and selection forms a core part of the central activities underlying human resource
management: namely, the acquisition, development and reward of workers. It frequently forms
an important part of the work of human resource managers – or designated specialists within
13
work organizations. However, and importantly, recruitment and selection decisions are often for
good reason taken by non-specialists, by the line managers. There is, therefore, an important
sense in which it is the responsibility of all managers, and where human resource departments
exist, it may be that HR managers play more of a supporting advisory role to those people who
will supervise or in other ways work with the new employee.
Recruitment and selection also has an important role to play in ensuring worker performance and
positive organizational outcomes. It is often claimed that selection of workers occurs not just to
replace departing employees or add to a workforce but rather aims to put in place workers who
can perform at a high level and demonstrate commitment (Dessler, 2000).
Recruitment and selection is a topical area. While it has always had the capacity to form a key
part of the process of managing and leading people as a routine part of organizational life, it is
suggested here that recruitment and selection has become ever more important as organizations
increasingly regard...

...﻿RecruitmentRecruitment is an important part of every company. It is how the company attracts and selects their future employees. Every industry has its way of recruiting and even in the same industry each company differs in their methods in some ways. When it comes to American Airlines and Southwest Airlines there is not much difference. Given that these companies are in the airline industry their most common job positions hired in both companies is pilots. The job description for this particular position at American Airlines is as follows
“Safe, professional, skilled – when you think of an American Airlines pilot, those are the qualities that immediately come to mind. At American, we understand that being a pilot is about more than just the technical aspect of flying an airplane it’s also about the joy of flying and the thrill of adventure. But it’s more than just flying skills. Our pilots are not only leaders on the aircraft –they are also leaders in our operation. That requires a special type of person, someone who can anticipate a need, develop a plan and draw all the necessary players together to make it happen. Whether you’re ready to be hired now or just figuring out where you want to land, look to American because flying is more than what we do it’s who we are. We are looking for great people that can: Set a high standard for providing our customers safe and reliable travel, Handle a wide variety of situations while...

...Recruitment Process
Meaning and DEFINITIONS:
Recruitment is the process of searching for prospective employees and stimulating them to apply for the jobs in the organization. Recruitment refers to the attempt of getting interested applicants and providing a pool of prospective employees so that management can select the right person-for the right job from this pool. Recruitment is a positive process because it increases the selection ratio by attracting a large number of applicants for the advertised jobs. Recruitment enables the management to select suitable employees for different jobs. In simple terms, recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected.
* Recruitment is defined as, "the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected."
* According to dale s. beach, "recruitment is the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labor upon whom the organization can draw when it needs additional employees."
Purposes and IMPORTANCE:
* The general purpose of recruitment is:
* To provide a...

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M2: Analyze your contribution to the selection process in a given situation
In this essay I will be analyzing my contribution the recruitment process in given situations. I will also be discussing my performance during the role-play of an interview as an interviewer and an interviewee.
Interviewer
There were five separate documents that I had to prepare prior to the interviewing role-play. The completion of the documentations prepared, credited to my previous knowledge on the subject and brief refreshing reminders that were clarified by my lecturer, made the preparation of these five documents an unchallenging task. The five documents that I had assembled, all had an individual purpose to the recruitment process. However, all key factors had importance to the procedure. The five documents prepared were the job advert, the job description, the person specification, the application form and the questions &amp; answer sheet.
As an interviewer I believe the contribution that I provided was certified. I maintained the act of professionalism throughout the role-play, as an interviewer. The questions I asked the candidate were legitimate questions that may be asked in a real interview. All the questions I asked the interviewee were appropriate and relevant to the job role assigned for. I also stayed within the boundary of possible questions, arranging five open questions and one closed...

...Staffing and Recruitment In times of increased competition, in which organisations must continuously learn and innovate, the human element becomes increasingly important in generating value for a company. In fact, the power of a company today is much more based on its intellectual asset than on other tangible equipments. For this reason, the organisation's decisions about recruitment and selection are central to its ability to survive, adapt and grow. Recruitment: The recruitment and selection process is essentially concerned with finding, assessing and engaging new employees who satisfy the human resource needs of an organisation at a minimum cost. In this context, recruitment can be defined as the process of generating a pool of capable people to apply for employment to an organisation. When recruiting applicants for a an organisation, managers commonly pass through different stages. The first stage in a staffing process is to establish the criteria for selecting a new employee. The establishment of this criteria can adopt both a job/task focus (job analysis) and a competencies/role focus (role profiling). Job analysis identifies the behaviours necessary for adequate job performance by using critical tools, such as job description, person specification, in order to identify essential and desirable characteristics and, finally, terms and conditions of employment. Role profiling refers to fundamental...

...Introduction:
At the strategic level it may involve the development of an employer brand which includes an 'employee offering'.
Depending on the size and culture of the organization recruitment may be undertaken in-house by managers, human resource generalists and / or recruitment specialists. Alternatively parts of all of the process might be undertaken by either public sector employment agencies, or commercial recruitment agencies, or specialist search consultancies.
Recruitment Process:
1. Job Analysis:
a. Job Description
b. Job Specification
c. Person Specification: person specification is used to match the right person for the right job at the right time of business needs. The specification, by and large, should specify the person's:
i) skills on the job
ii) knowledge of and for the job
iii) length of experience for the job
iv) attitude for the job
2. Sourcing:
Candidate sourcing activity typically ends once the name, job title, job function and contact information for the potential candidate is determined by the candidate source. To further develop a list of names that were sourced some companies have a second person then reach out to the names on the list to initiate a dialogue with them with the intention of pre-screening the candidate against the job requirements and gauging the interest level in hearing about new job opportunities. This activity is called...